THE AFFECTIVE COMMITMENT MODERATED RELATIONSHIP PROACTIVE PERSONALITY AND SELF-EFFICACY ON INDIVIDUAL JOB PERFORMANCE

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MINGCHUAN UNIVERSITY
DEPARTMENT OF INTERNATIONAL MASTER OF
BUSINESS ADMINISTRATION
THE AFFECTIVE COMMITMENT MODERATED
RELATIONSHIP PROACTIVE PERSONALITY AND
SELF-EFFICACY ON INDIVIDUAL JOB
PERFORMANCE
Advisor: Chang-lung Hsieh, Ph. D.
謝昌隆博士
A Thesis Submitted in Partial Fulfillment
of the Requirements for the Degree of
Master of Business Administration
By LUU AI NHI
劉愛兒
December, 2019

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TABLE OF CONTENTS
LIST OF TABLES ..........................................................................................4
LIST OF FIGURES ........................................................................................5
CHAPTER ONE..............................................................................................1
INTRODUCTION...........................................................................................1
1.1. Motivation of the research ...................................................................1
1.2. Problems of the research......................................................................3
1.3. Purposes of the research.......................................................................3
1.4. Questions of the research .....................................................................3
1.5. Limitations of the research ..................................................................4
1.6. Keywords ...............................................................................................4
CHAPTER TWO.............................................................................................6
LITERATURE REVIEW...............................................................................6
2.1. Individual job performance .................................................................6
2.2. Proactive personality ..........................................................................13
2.3. Self-efficacy..........................................................................................18
2.4. Affective commitment.........................................................................22
CHAPTER THREEE....................................................................................27
RESEARCH METHOD ...............................................................................27
3.1. Research structure..............................................................................27
3.2. Hypotheses ...........................................................................................28
3.3. Sampling...............................................................................................29
3.4. Questionnaire ......................................................................................30
3.5. Data collection process........................................................................34
3.6. Data analysis method, statistics .........................................................34
REFERENCE ................................................................................................37
APPENDIX: SURVEY OF QUESTIONNAIRE........................................49

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LIST OF TABLES
Table 1: Measurement scale of individual job performance ......................9
Table 2: Measurement scale of proactive personality ...............................15
Table 3: Measurement scale of self-efficacy ...............................................19
Table 4: Measurement scale of affective commitment ..............................24
Table 5: Operationalization .........................................................................30

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LIST OF FIGURES
Figure 1: Research Model ............................................................................29

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ABSTRACT
Human resource management is one of key activities of the companies
that need high attention from top managers. When the companies have good
human resource, they achieve better business performance and win the market
share. An employee achieves better performance in case of he/she constructs
emotional attachment to the organization and his/her attachment is strongly
associated with career development and better relationship with co-workers.
The thesis is developed with main purpose of the researcher is to
explore the relationship between proactive personality and self-efficacy on
individual job performance with and without moderate effect of affective
commitment. To achieve this purpose, the researcher designs a research
model in which individual job performance is influenced directly by proactive
personality and self-efficacy. Moreover, affective commitment of the
employees is considered as moderator in these relationships.
To measure the relationships between factors, the researcher proposes
using quantitative research method. A structural questionnaire is developed in
which the scale for each factor is proposed and 300 sets of questionnaires
must be collected successfully to guarantee for quality of achieved data. Then,
some data analysis techniques are performed to understand the data pattern,
reliability level of each factor, the validity of the construct between items, and
multiple linear regression.

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CHAPTER ONE
INTRODUCTION
1.1. Motivation of the research
Human resource management is one of key activities of the companies
that need high attention from top managers. According to Effron, M.,
Gandossy, R., and Goldsmith, M. (2003), the employees are considered as the
most important resources that help to turn out better business performance
and higher competitive advantage against other companies in the market. One
of primary objective of the companies in the long-run is to reduce job
turnover rate to minimal level and to retain talent employees to stay with and
to work for the companies (Kleynhans, R., 2006).
When the companies have good human resource, they achieve better
business performance and win the market share (Deb, T., 2006). It is asserted
that job performance of an employee is highly depended on his/her
satisfaction and higher satisfaction level returns higher the likelihood of
staying and working for the companies (Preko, A., and Adjetey, J., 2013). The
employees are engaged with the companies in case of their physical and
emotional needs are fulfilled (Loehr, J., and Schwarts, T., 2003). The
employees also commit with current companies if they perceive that these
companies are better than other companies in the market (Brown, S.,
McHardy, J., McNabb, R., and Taylor, K., 2011). Both employee
commitment and satisfaction are two important components in human
resource management that requires high attention from the managers and
good level of commitment and satisfaction will reserve for future
development of the companies (Sekyi, E., Boakye, N. A., and Ankumah, F.
J.,2016).

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Employee performance is one the most concern to the top leaders in the
organizations (Coyle-Shapiro, J. A-M., and Shore, L. M., 2007). The top
priority of human resource management is to hire the right person and
recruited employees will perform assigned job well (Campbell, J. P., 1990).
When the employees gain outstanding job performance, it will lead to the
organizational success (Shmailan, A. S. B., 2016). Given to the importance of
job performance to the organizations, many researchers have put their efforts
to explore the factors that cause higher job performance. For example,
Muchinsky, P. M, and Manohan, C. J. (1987) asserted that job performance
was improved through the designation of job characteristics to be fit with the
employees’ capabilities. Edwards, J. R (1996) dictated that job performance
of the employees is advanced if the organizations are able to select the
appropriate candidate in the recruitment and selection stage. Li, C-K., and
Hung, C-H. (2010) indicated that job performance of an employee is the result
of the interaction between job satisfaction, job motivation and employee
commitment. According to Dernovsek D. (2008), higher employee
commitment reflects the fact that they are pleased with current works and it
can be measured through emotional engagement with the organizations. An
employee achieves better performance in case of he/she constructs emotional
attachment to the organization and his/her attachment is strongly associated
with career development and better relationship with co-workers (Shmailan,
A. S. B., 2016). Other researchers like De Clercq, D., Haq, I.U and Azeem,
M. (2018) affirmed that job performance of the employees was influenced by
self-efficacy. In addition, the role of proactive personality towards job
performance is supported in previous empirical evidences (Fuller Jr., J. B.,
Hester, K., and Cox, S. S. (2010); Gerhardt, M., Ashenbaum, B., Newman,
W. R. (2009).

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1.2. Problems of the research
After carefully reviewed the thesis, dissertations and journal articles in
Taiwan, there is no one of them which similar with this research.
1.3. Purposes of the research
The main purpose of the researcher is to explore the relationship
between proactive personality and self-efficacy on individual job performance
with and without moderate effect of affective commitment. By achieving this
purpose, it is expected that the theoretical reviews about relevant terms will
be consolidated and explored. Other researchers can utilize this study’s
outcomes to validate their owned studies’ results. In addition, it is assumed
that the research study will provide fundamental understandings to human
resource managers so that they can formulate better policies to manage their
employees in the way of bringing greater job performance and commitment.
1. Proactive personality positively influence individual job performance
2. Self-efficacy positively affect individual job performance
3. Affective commitment moderate the relationship between proactive
personality and individual job performance
4. Affective commitment control the relationship between self-efficacy
and individual job performance
1.4. Questions of the research
Based on the purpose of the research, the research questions are developed as
below:
1. What is the effect of proactive personality on individual job
performance?
2. What is the consequence of the self-efficacy positively on individual
job performance?

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3. How the affective commitment moderate the relationship between
proactive personality and individual job performance
4. How the affective commitment modify the relationship between
proactive personality and individual job performance
1.5. Limitations of the research
The research study will analyze the relationship between proactive personality
and self-efficacy on individual job performance with and without moderate
effect of affective commitment. To do that, quantitative research method
needs to be applied. The application of quantitative research method and the
effect measurement require the collection of primary data from structured
questionnaire. In this context, the quality of collected data is essential. If the
respondents do not provide clear or trustful answers, obtained result may not
reflect the fact and vice versa.
1.6. Keywords
In the research study, there are four keywords which are put into the analysis,
namely affective commitment, proactive personality, self-efficacy and job
performance. Each keyword is defined as below:
1. Affective commitment: It is explained as the emotional attachment of
an employee towards his/her current organization (Hadziahmetovic, N.,
and Dinc, M. S., 2017).
2. Proactive personality: It is defined as a personal characteristic in which
a person tries to create a positive change in his/her environment even
through situational difficulties (Buyukgoze, H., 2018).
3. Self-efficacy: It is described as how a person judges his/her capabilities
in order to conduct appropriate actions in order to achieve designated
performances (Bandura, A., 1986).

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4. Job performance: It is illustrated as observed behavior of an employee
towards relevant organizational goals (Cook, A. L., 2008).

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CHAPTER TWO
LITERATURE REVIEW
In this chapter, key concepts related to the studied topic will be
inquired. It refers to the explanation for affective commitment, proactive
personality, self-efficacy, and job performance. The relationships between
these factors are put into literature reviews in which key research papers are
collected and discussed to capture what the findings from other researchers.
2.1. Individual job performance
Individual job performance is considered as important domain of
human resource effectiveness (Pradhan, R. K., and Jena, L. K., 2017). The
definition of individual job performance which was used in the research study
has been provided in the first chapter whether it was interpreted as observed
behavior of an employee towards relevant organizational goals (Cook, A. L.,
2008). Although there were other clarifications for this key term that had been
proposed by other researchers over the time, their definitions are still relevant
to chosen definition from (Cook, A. L., 2008). For example, Viswesvaran, C.,
and Ones, D. S. (2000) considered individual job performance was combined
of all work-related behaviors of an employee and it was associated with
organizational goals. Before that, Campbell, J. P., McHenry, J. J., and Wise,
L. L. (1990) viewed individual job performance as behaviors of an employee
not the outcome of his/her working outputs. Individual job performance is
also associated with an employee performance when he/she performs specific
tasks (Borman, W. C., and Motowidlo, S. M., 1993) but the fact is that not all
employees to performance assigned tasks during their working times
(Rotundo, M., 2002). Individual job performance is also identified as how

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well an employee to qualify specific job in relation with the achievement of
organizational goals (Al-Omari and Okasheh, H., 2017).
Regard the theory related to individual job performance, performance
theory is put into the discussion of the chapter. This theory was discussed by
Elger, D. (2007). This theory addresses that the performance of an employee
is a result of his/her effort and it consists of 6 components, including context,
knowledge level, skills level, identity level, personal factors and fixed factors.
Elger, D. (2007) contributed the descriptions for these components:
1. Context of performance refers to all variables that are used to
describe the situation where an employee performs the jobs.
2. Knowledge level indicates information which is acquired by an
employee and this information is either collected from education or
accumulated experience.
3. Skills level attributes specific actions that an employee can perform.
4. Identity level introduces how the mature of an employee which is
reflected through his/her professional level in the organization.
5. Personal factors includes all variables that reflect personal situation
of an employee
6. Fixed factors mentions all variables that are unique towards specific
employee.
There are several studies which are developed in the context of
exploring individual job performance. There were empirical evidences which
were enriched by different researchers in which they pointed key factors
affecting individual job performance of an employee.
In banking industry, Saeed, R., Mussawar, S., Lodhi, R. N., Iqbal, A.,
Nayab, H. H., and Yaseen, S. (2013) generated a research study and

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confirmed that employee performance in workplace was positively and
significantly affected 5 factors, namely organizational culture, personal
problems, managers’ attitude, job content, and financial rewards to employee
performance. Saeed et al. (2013) also identified that employee performance
received highest effect from managers’ attitude and lowest effect from
personal problems. Other research study which was developed by Muda, I.,
Rafiki, A., and Harahap, M. R. (2014), in banking industry, highlighted the
positive effect of communication on employee performance. Muda et al.
(2014) further stated that the effects of job stress and motivation on employee
performance was not statistically significant.
In manufacturing sector, Gunawan, H., and Amalia, R. (2015)
cultivated a research study and proved that wages had negative effect on
employee job performance under moderating effect of quality of work-life.
Mai, N. K., and Vu, H. Y. (2016) explored that performance of employees in
an industrial zone was negative affected by job stress and they disconfirmed
the negative effect from work overload and role ambiguity or role conflict. In
healthcare industry, Ali, M., and Qun, W. (2019) proposed a research model
in which job performance of an employee was significantly influenced by
pay, human resource management practices, working environment,
motivation, and promotion. In information technology industry, Ali, A., Bin,
L. Z., Piang, H. J., and Ali, Z. (2016) confirmed the role of motivation to
employee performance. Raja, M., and Sal, A. (2016) indicated that employee
performance was influenced by training and development among workers in
Jordanian transportation industry.
When studying about individual job performance, different researchers
proposed different questionnaires with relevant scales to measure this factor.
Johari, J., and Yahya, K. K. (2012) generated a study to provide an

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assessment of job performance. They proposed 25 items to measure 2 aspects
of job performance of an employee, including task-related performance and
behavior-related performance. These items are evaluated through a seven-
point Likert’s scale, ranging from very strongly disagreement to very strongly
agreement. Other researchers also provided other scales to measure individual
job performance. However, they reduced the number of measurement items.
For example, Kazan, H., and Gumus, S. (2013) prepared a measurement scale
for employee job performance with 6 items. Yusoff, R. B. Md., Ali, A. M.,
and Khan, A. (2014) also provided a measurement scale for individual job
performance. They divided job performance of an employee into contextual
performance, conscientiousness performance, and task performance. A total
of 25 items was developed by Yusoff et al. (2014).
Table 1: Measurement scale of individual job performance
Measurement scale from Johari, J., and Yahya, K. K. (2012, pp.25)
Task-related
performance
1. He/she performs tasks that are expected of
him/her.
2. He/she meets formal performance requirements of
the job.
3. He/she is involved in activities that are relevant to
his/her yearly performance assessment.
4. He/she fails to perform essential duties.
5. He/she attend meetings that are not compulsory
but are considered important.
Behavior-related
performance
6. He/she adequately completes assigned duties.
7. He/she does not take extra time for breaks.
8. He/she often works beyond office hours even
though not being asked to.

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9. He/she always complains about things that are not
important.
10.He/she always finds fault with what the
organization is doing.
11.He/she always pays attention to matters that are
negative rather than on matters that are positive.
12.He/she is always complaining about work.
13.He/she tries to prevent himself/herself from
creating problems for his/her coworkers.
14.He/she is aware of how his/her behavior affects
other people’s jobs.
15.He/she reads and follows all announcements,
memos, and others given out by the organization.
16.He/she keeps up to date with changes in the
organization.
17.He/she helps others who have problems with their
work.
18.He/she helps others who have heavy workload.
19.He/she is always ready to offer help to those
around him or her.
20.He/she tries to make innovative suggestions to
improve the department/organization.
21.He/she tries to adopt improved procedures for the
department/organization.
22.He/she tries to institute new more effective work
methods for the department/organization.
23.He/she tries to make constructive suggestions for

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improving how things operate in this
24.He/she makes recommendations on issues that
affect the department/organization.
25.He/she speaks up for new changes in this
Measurement scale from Kazan, H., and Gumus, S. (2013, pp.434)
Employee job
performance
1. I am aware of that the work that I do is important
for the bank.
2. I can learn new things while doing my work at
bank.
3. The work that I do requires qualified employees
and everybody cannot do it.
4. I can use my potential fully in my work.
5. The work that I do is worth doing.
6. I am aware of losses that the bank will incur if I
don’t do my work as it should be done.
Measurement scale from Yusoff, R. B. Md., Ali, A. M., and Khan, A.
(2014, pp.36)
Contextual
performance
1. Helps other employees with their work when they
have been absent.
2. Volunteers to do things not formally required by
the job.
3. Takes initiative to orient new employees to the
department even though not part of his/her job
description.

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4. Helps others when their workload increases
(assists others until they get over the hurdles).
5. Assists me with my duties.
6. Makes innovative suggestions to improve the
overall quality of the department.
7. Willingly attends functions not required by the
organization, but helps in its overall image.
Conscientiousness
performance
8. Exhibits punctuality arriving at work on time in
the morning and after lunch breaks.
9. Takes undeserved work breaks.
10. Exhibits attendance at work beyond the norm, for
example, takes fewer days off than most
individuals or fewer than allowed.
11. Coasts toward the end of the day.
12. Gives advance notice if unable to come to work.
13. Spends a great deal of time in personal telephone
conversations.
14. Does not take unnecessary time off work.
15. Does not take extra breaks.
16. Does not spend a great deal of time in idle
conversation.
Task
performance
17. Achieves the objectives of the job.
18. Meets criteria for performance.
19. Demonstrates expertise in all job-related tasks.
20. Fulfills all the requirements of the job.
21. Can manage more responsibility than typically
assigned.

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22. Appears suitable for a higher-level role.
23. Is competent in all areas of the job, handles tasks
with proficiency.
24. Performs well in the overall job by carrying out
tasks as expected.
25. Plans and organizes to achieve objectives of the
job and meet deadlines.
The first section of the second chapter was developed to explore the
concepts of individual job performance. It expounded a related theory about
job performance which was found by Elger, D. (2007). Furthermore, this
chapter identified some key factors affecting employee performance in
different industries (i.e. banking, transportation, healthcare, information
technology, and manufacturing). This section also express how previous
researchers measured employee job performance throughout relevant scales
and items.
2.2. Proactive personality
A definition of proactive personality was provided in section 1.6 of the
first chapter. It illustrate proactive personality as a personal characteristic in
which a person tries to create a positive change in his/her environment even
through situational difficulties (Buyukgoze, H., 2018). Before that, there were
other interpretations for this key term. Crant, J. M. (2000) defined proactive
personality as a behavior and an action which was conducted to improve
current specific circumstances and the person with proactive personality did
not want to passively adapt with present circumstances but trying to adopt
status quo. Other researchers considered proactive personality as the level of
engagement to influence specific environment (Bateman, T. S., and Crant, J.
M., 1993); Baba, V. V., Tourigny, L., Wang, X., and Liu, W., 2009).

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In this section, a theory related to proactive personality that is named as
Big Five is put into the discussion. Big Five is perceived as a model which is
widely accepted in explaining personality (Major, D. A., Turner, J. E., and
Fletcher, T. D., 2006). This model consists of 5 components, namely
neuroticism, extraversion, openness, agreeableness, and conscientiousness.
The definition of each component was also given by Major et al., (2006).
1. Neuroticism is defined as the negative emotion such as disgust,
sad, fear, etc.
2. Extraversion refers to individual tendencies in which they want
to be part of big group and the people with extraversion are
active and talkative.
3. Openness mentions people who are very curious to explore new
things and to have active imagination.
4. Agreeableness is pointed as the characteristics of people who are
cooperative with others and they trust other partners during the
cooperation.
5. Finally, conscientiousness is perceived as the characteristics of
people who are reliable, ambitious, determined and purposeful.
There were many empirical evidences in which the role of proactive
personality has been analyzed. Huber, A. F. (2017) established a research
study and captured that proactive personality had strong association with
voluntary turnover intention of the employees who were working for
European companies. Seibert, S. E., Crant, J. M., and Kraimer, M. L. (1999)
provided a research report about proactive personality and career success of
the employees in diverse set of industries such as retail, public administration,
transportation, construction, etc. They identified that the employees who had
high proactive personality were more satisfied with salary and promotions and

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they captured higher level of career satisfaction and career success from them.
Hu, R., Wang, L., Zhang, W., and Bin, P. (2018) found positive relationship
between proactive personality and entrepreneurial intention among 735
undergraduates in China. Li, C-K., and Hung, C-H. (2010) examined the role
of proactive personality among 200 employees and they described that the
employees with proactive personality established good relationship with their
supervisors and they also had better job satisfaction and organizational
citizenship behavior.
The most famous scale to measure proactive personality was introduced
by Bateman, T. S., and Crant, J. M. (1993) and it had 10 items. In fact, there
were two set of measurement scale for proactive personality but the second
set (10 items) was the shorten version of original one (17 items), according to
Spina, P. F. (2013). The main reason of having shorten version of proactive
personality is that there were 10 items which had highest factor loading scores
across different research studies as affirmed by Bateman, T. S., and Crant, J.
M. (1993). Shorten version of proactive personality has been supported and
utilized in many research studies (Seibert, S. E., Crant, J. M., and Kraimer, M.
L., 1999; Trifiletti, E., Capozza, D., Pasin, A., and Falvo, R., 2009;
Spitzmuller, M., Sin, H-P., Howe, Mtra., and Fatimah, S., 2015).
Table 2: Measurement scale of proactive personality
Original scale
Proactive
personality
1. I am consistently on the lookout for new ways to
improve my life.
2. I feel driven to make a difference in my community and
may be the world.
3. I tend to let others take the initiative to start new

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projects.
4. Wherever I have been, I have been a powerful force for
constructive change.
5. I enjoy facing and overcoming obstacles to my ideas.
6. Nothing is more exciting than seeing my ideas turn into
reality.
7. If I see something I don’t like, I fix it.
8. No matter what the odds, if I believe in something I will
make it happen.
9. I love being a champion for my ideas, even against
others’ opposition.
10. I excel at identifying opportunities.
11. I am always looking for better ways of doing things.
12. If I believe in an idea, no obstacle will prevent me from
making it happen.
13. I love to challenge the status quo.
14. When I have a problem, I tackle it head-on.
15. I am great at turning problems into opportunities.
16. I can spot a good opportunity long before others can.
17. If I see someone in trouble, I help out in any way I can.
Shorten scale
Proactive
personality
1. I am consistently on the lookout for new ways to
improve my life.
2. Wherever I have been, I have been a powerful force for
constructive change.
3. Nothing is more exciting than seeing my ideas turn into
reality.

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4. If I see something I don’t like, I fix it.
5. No matter what the odds, if I believe in something I will
make it happen.
others’ opposition.
7. I excel at identifying opportunities.
8. I am always looking for better ways of doing things.
9. If I believe in an idea, no obstacle will prevent me from
making it happen.
10. I can spot a good opportunity long before others can.
Source: Bateman, T. S., and Crant, J. M. (1993, pp.112);
Spina, P. F. (2013, pp.66)
In this sub-section, a discussion for the relationship between proactive
personality and individual job performance is formulated. Phan, Q. V., and
Truong, A. T. (2018) collected the data from 182 banking employees in Ho
Chi Minh City, Vietnam and they confirmed that proactive personality had
direct and positive linkage with job performance. Baba et al., (2009)
examined the relationship between proactive personality and work
performance of Chinese employees in airline industry and they confirmed that
proactive personality was able to explain for individual performance of the
employees. Bakkers, A. B., Tims, M., and Derks, D. (2012) gathered the data
among 95 dyads of employees and they obtained empirical evidence of which
the employees who were equipped by proactive personality achieved higher
colleague-ratings in their job performance. However, Gerhardt et al., (2009)
obtained contradicted empirical evidence in which proactive personality had
negative impact on job performance throughout a data collected from 95 sales
executives.

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Based on the discussion between proactive personality and individual
job performance, the first hypothesis is proposed as below:
H1: Proactive personality positively influence individual job performance.
In this section, other concepts of proactive personality were explored.
A theory which is related to proactive personality is investigated, namely Big
Five and it focuses on 5 personal characteristics groups, including
neuroticism, extraversion, openness, agreeableness, and conscientiousness.
Practical evidences were captured to identify how previous researchers
studied about proactive personality and how the relationship between
proactive personality and individual job performance.
2.3. Self-efficacy
In the first chapter, self-efficacy is defined as how a person judges
his/her capabilities in order to conduct appropriate actions in order to achieve
designated performances (Bandura, A., 1986). It is also acknowledged as
perceived capability to conduct and to achieve certain behavior (Williams, D.,
and Rhodes, R. E., 2016). Self-efficacy is conceptualized as personal traits
and it reflects role orientation of an employee (Drnovsek, M., Wincent, J., and
Cardon, M., 2010).
A theory which is about self-efficacy was provided by Bandura, A.
(1997). This theory focused on 4 source of self-efficacy belief, including
actual performances, vicarious performance or observation of others, forms of
persuasion, and the combination of physiological and affective states. In more
detail, self-efficacy of an employee will be high if he/she actually achieved
past performance success and vice versa. Moreover, self-efficacy can be
formulated from the observation of others’ performances and successes or
failures. Bandura, A. (1997) also asserted that self-efficacy will be formed in

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case of the employees receive verbal persuasion from others. Finally,
Bandura, A. (1997) stated that self-efficacy can be formulated from
physiological and affective states whether the employees provided their
feedbacks after they were assigned specific tasks.
In educational institutions, Mensah, A. O., and Lebbaeus, A. (2013)
identified the significant correlation between self-efficacy and quality of work
life and this conclusion was extracted from the data inputted by 80 employees
in Ghana. In information technology industry, Grau, R., Salanova, M., and
Peiro, J. M. (2001) verified that low self-efficacy returned higher emotional
exhaustion in case of the employees were given by higher job autonomy and
it brought greater cynic in case of high conflicts in working environment. In
public sector, Yakin, M., and Erdil, O. (2012) found that self-efficacy was a
predictor for job satisfaction of the employees.
Different measurement scales of self-efficacy were proposed by
different researchers. Table below is designed to summarize some
measurement scales.
Table 3: Measurement scale of self-efficacy
Measurement scale from Mustafa, G., Glavee-Geo, R., Gronhaug, K., and
Almazrouei, H. S. (2019)
Self-efficacy
1. I have confidence in my ability to do my job.
2. There are some tasks required by my job that I cannot
do well.
3. When my performance is poor it is due to my
inability.
4. I am an expert at my work.
The General Self-Efficacy Scale (GSE)

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Self-efficacy
1. I can always manage to solve difficult problems if I
try hard enough.
2. If someone opposes me, I can find the means and
ways to get what I want.
3. It is easy for me to stick to my aims and accomplish
my goals.
4. I am confident that I could deal efficiently with
unexpected events.
5. Thanks to my resourcefulness, I know how to handle
unforeseen situations.
6. I can solve most problems if I invest the necessary
effort.
7. I can remain calm when facing difficulties because I
can rely on my coping abilities.
8. When I am confronted with a problem, I can usually
find several solutions.
9. If I am in trouble, I can usually think of a solution.
10. I can usually handle whatever comes my way.
Source: Mustafa, G., Glavee-Geo, R., Gronhaug, K., and Almazrouei, H. S.
(2019, pp.2); Schwarzer, R., and Jerusalem, M. (1995, pp.2).
Part 1. Please answer your choice of working
with your supervisor (Self-efficacy )
Totally
disagree
Disagree
Somewhat
disagree
Neutral
Somewhat
agree
Agree
Totally
agree
1. I feel confident in representing my work area
in meetings with management
□ □ □ □ □ □ □

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2. I feel confident helping to set targets/goals in
my work area
□ □ □ □ □ □ □
3. Feels confident when searching for a
solution to a long-term problem
□ □ □ □ □ □ □
Source: Luthans, F., Youssef, C. M., and Avolio, B. J., (2007). Psychological
capital. Oxford University Press.
In this sub-section, the relationship between self-efficacy and
individual job performance will be put into the discussion. Mustafa et al.
(2019) highlighted that the relationship between these two factors was
insignificant in case of the organizations to follow high centralization and
high formalization. Judge, T. A., Jackson, C. L., Shaw, J. C., Scott, B. A., and
Rich, B. L. (2007) studied about self-efficacy and work-related performance
and they confirmed that self-efficacy was significant predictor for the
employee performance in case of less complex jobs. Cetin, F., and Askun, D.
(2018) conducted a research study with the participation of 76 employees and
they obtained empirical evidence of which job performance of the employees
was significantly influenced by self-efficacy. Moreover, they found that the
effect of self-efficacy on job performance was lower than the effect of
intrinsic motivation. Lunenburg, F. C. (2011) dictated that self-efficacy
returned high job performance due to it affected the employees’ attitude in
putting more efforts and be persistence when dealing with difficult assigned
tasks.
Based on the discussion between proactive personality and individual
job performance, the first hypothesis is proposed as below:
H2: Self-efficacy positively influence individual job performance.

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In this section, several concepts of self-efficacy were analyzed. The
theories related to this key term was introduced along with some experimental
evidences about self-efficacy in education, public, and information
technology sector. Moreover, the relationship between self-efficacy and job
performance was explored. Based on that, a hypothesis was proposed in
which self-efficacy positively influence individual job performance.
2.4. Affective commitment
The definition for affective commitment has been provided in the first
chapter in which it is determined as the emotional attachment of an employee
towards his/her current organization (Hadziahmetovic and Dinc, 2017).
Before that Mowday, R. T., Steers, R. M., and Porter, L. W. (1979) viewed
the overall feelings of an employee towards his/her organization as affective
commitment. Allen, N. J., and Meyer, J. P. (1990) asserted that affective
commitment was formulate from strong and positive emotion of the
employees and it was reflected through their strong commitment and their
enjoyment to be the membership of this organization. The definition of
affective commitment is also different to other types of commitment,
including continuance commitment and normative commitment. Continuance
commitment is addressed as the intention to stay with the organizations of an
employee that is based on his/her consideration of benefits and costs (Khan,
R., Naseem, A., and Masood, S. A., 2016). Normative commitment, however,
refers to the feeling of obligation to stay with the organization of an employee
(Anttila, E., 2014).
To get more understanding about affective commitment, it is necessary
to examine the theories related to organizational commitment. Behavioral
commitment theory viewed organizational commitment of an employee to be
happened when this employee become locked into the organization (Mowday,

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R. T., Porter, L. W., and Steers, R. M., 1982) or this employee feels freely to
stay and to be loyal with their supervisors (Salancik, G. R., 1977). There is
other theory related to organizational commitment of an employee, namely
transactional commitment theory. This theory showed organizational
commitment of an employee as the result of individual investment and
expected rewards (Becker, H. S., 1960). Obligatory commitment theory,
however, considered organizational commitment to be formulated from a
mind-set of having obligation to the organization of an employee (Meyer, J.
P., and Allen, N. J., 1991).
There were many observational evidences to be established to
investigate affective commitment in different industries. Kumari, N., and
Afroz, N. (2013) prospected the impact of affective commitment in life
satisfaction of the employees in power utility industry in India and they
affirmed that affective commitment played positive role. Wadhawan, C.,
Mishra, M., and Garg, K. (2017) indicated that affective commitment helped
to improve working efficiency of the employees in pharmaceutical industry.
In university, Nkhukhu-Orlando, E., Brown, B., Wilson, D. R., Forcheh, N.,
Linn, J. G., and Fako, T. T. (2019) concluded that affective commitment
remained an essential role in generating key education outcomes such as
research productivity and effective teaching. In banking industry, Danish, R.
Q., Humayon, A. A., Shahid, A. U., and Nawaz, M. M. (2015) found an
empirical evidence of which affective commitment contributed significantly
into organizational citizenship behavior and it brought better job performance
of the employees.
A related questionnaire which helps to measure affective commitment
was proposed by Allen, N. J., and Meyer, J. P. (1990) under the name of

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Organizational Commitment Questionnaire (OCQ). This scale was quoted by
Kim, MR., Choi, L., Borchgrevink, C. P., (2018) in the table below:
Table 4: Measurement scale of affective commitment
Measurement scale from Allen, N. J., and Meyer, J. P. (1990)
Affective
commitment
1. I would be very happy to spend the rest of my career
with this organization.
2. I enjoy discussing about my organization with people
outside it
3. I really feel as if this organization’s problems are my
own.
4. I think that I could easily become as attached to
another organization as I am to this one.
5. I do not feel like ‘part of the family’ at my
organization.
6. I do not feel ‘emotionally attached’ to this
organization.
7. This organization has a great deal of personal
meaning for me.
8. I do not feel a ‘strong’ sense of belonging to my
organization.
Part 4. How do you feel about your company
Totally
disagree
Disagree
Somewhat
disagree
Neutral
Somewhat
agree
Agree
Totally
agree
1. I feel a strong sense of belonging at this □ □ □ □ □ □ □

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company
2. I feel emotionally attached to this company □ □ □ □ □ □ □
3. I feel like part of the family at this company □ □ □ □ □ □ □
4. I enjoy discussing this company with people
outside it
□ □ □ □ □ □ □
Source: Kim, MR., Choi, L., Borchgrevink, C. P., (2018).
This section analyzed affective commitment acts like a moderator to
the relationship between proactive personality, self-efficacy, and individual
job performance. Gudermann, M. (2011) found that proactive personality and
individual affective commitment were significant related with the data
collected from 170 German employees in governmental agencies. Similarly,
Yu, K., Lin, W., Wang, L., Ma, J., Wei, W., Wang, H., Guo, W., and Shi, J.
(2014) confirmed the effect of affective commitment on job performance.
Prabhu, V. (2013) obtained empirical evidence of which the employee
commitment and proactive personality had strong correlation with each other.
Although Prabhu, V. (2007) did not confirm the significant role affective
commitment for the relationship between proactive personality and job
outcome. Khan, S. I. (2015) did not find significant relation between affective
commitment and employee performance among 436 employees. In addition,
empirical evidences confirmed that self-efficacy and affective commitment to
be correlated significantly (Onyeizugbe, C. U., Orogbu, O. L., and Chinwuko,
O. B., 2018; Garcia, G. F., 2015). Some other researchers like Ohizu, E., and
Okoiye, O. (2014), however, did not find significant relationship between
self-efficacy and affective commitment.

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Based on the discussion above, the third and the fourth hypothesis are
proposed as below:
H3: Affective commitment moderate the relationship between proactive
personality and individual job performance.
H4: Affective commitment control the relationship between self-efficacy and
individual job performance.
In this section, affective commitment was differentiated with related
commitment types, including continuance commitment and normative
commitment. Some theories which were named as behavioral commitment
theory, transactional commitment theory, and obligatory commitment theory
were briefly introduced. Some practical evidences were gathered and they
helped to formulated two hypotheses in which affective commitment plays the
moderating role for the effects from proactive personality and self-efficacy to
individual job performance.

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CHAPTER THREEE
RESEARCH METHOD
In the third chapter, the researcher will provide the contents related to
research structure and how the research hypotheses to be developed. The
researcher also collects the information related to the population of the
research study as well as the sample size calculation and sampling method.
Questionnaire is developed given to the contents presented in literature
review. The validity and reliability of questionnaires are also discussed in this
chapter. Data collection process and data analysis method are both presented
in the third chapter.
3.1. Research structure
The research study is built with five chapters. Each chapter has content
described as below:
The first chapter provides the motivation of the research and the
importance of conducting the studied topic. The purpose of the research study
is presented in this chapter along with research questions.
The second chapter focuses on the factors which will be used in the
researcher study. They are proactive personality, self-efficacy, affective
commitment, and individual job performance. The researcher introduces the
concept of each factor and related theory. The researcher also mentions how
other researchers studied about these factors and formulates the relationship
between factors.
The third chapter discusses about the research method. It consists of the
hypotheses, the choice of population and the sampling method and sample
size. The questionnaires are constructed give to what discussed in literature

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review. The researcher proposes the way to collect the data as well as the data
analysis methods.
The fourth chapter will provide the results and findings which are
extracted from the data analysis process. In more detail, the researcher
summarizes about the demographic characteristics of the respondents. Then,
frequency analysis will be applied to capture the central tendency in the
respondents’ evaluation. Reliability test and exploratory factor analysis are
both applied to check the internal consistency between items of specific factor
and how the model structure is. Different types of ANOVA analysis are
adopted to capture how the difference between the respondents who have
different demographic characteristics. Finally, structural equation model will
be utilized to verify all proposed hypotheses.
The last chapter refers to the conclusion for the research study’s
objectives and questions. The researcher will add some recommendations to
further improve individual job performance of the employees. Limitation of
the research will be emphasized in this chapter.
3.2. Hypotheses
Given to the discussion in the second chapter, a research model is
developed as illustrated below:

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Figure 1: Research Model
Then, four research hypotheses are stated as below:
 H1: Proactive personality positively influence individual job
performance.
 H2: Self-efficacy positively influence individual job performance.
 H3: Affective commitment moderate the relationship between proactive
personality and individual job performance.
 H4: Affective commitment moderate the relationship between self-
efficacy and individual job performance.
3.3. Sampling
The population of the study is surveyed in metropolitan area which are
Taipei and New Taipei City in Taiwan. The sampling method is convenient
sampling and it only employed those who are willing to participate into the
survey process. Then, the sample size of the survey is determined. Adequate
sample size reduces the errors of selection and increases the statistical power
(Taherdoost, H., 2017); Abdul Latif Jameel Poverty Action Lab (J-Pal),
2018). In the research study, rule of sampling is selected as method to extract
Proactive
Personality
Individual
Job
Performance
Self-
efficacy
Affective
Commitment
H1
H2
H3
H4

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the sample size. According to Gorsuch, R. L. (1983), the sample size must be
at least at 100 successful questionnaires or it requires the researchers to
successfully collect data from 100 respondents. Other researchers, however,
demand minimum sample size at 150 (Hutcheson, G.D, and Sofroniou,
N.,1999; Hair, Jr. J. F., Babin, B. J., and Krey, N., 2017), or 200 (Guilford, J.
P., 1954), or 300 (Norusis, M. J., 2005). Given to the fact that there are
different sampling rules, Comrey, A. L., and Lee, H. B. (1992) examined
different sampling rules and they concluded that adequate sample size must
be from 200 respondents and good sample size is from 300. In this context,
the researcher will distribute 400 sets of questionaires in the hope that the
usable sets will be around 300 sets.
3.4. Questionnaire
In proposed research model, there are four factors, including proactive
personality, self-efficacy, individual job performance, and affective
commitment. Each factor is constructed by different items. The
operationalization was investigated in second chapter whether the researcher
has examined what the questionnaires to be used by previous researchers.
Table 5: Operationalization
Factor Item Source
Proactive
personality
(PP)
I am consistently on the lookout for
new ways to improve my life
Spina, P. F.,
(2013, pp.66)
Wherever I have been, I have been a
powerful force for constructive
change
Nothing is more exciting than
seeing my ideas turn into reality

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If I see something I don’t like, I fix
it
No matter what the odds, if I believe
in something I will make it happen
I love being a champion for my
ideas, even against others’
opposition
I excel at identifying opportunities
I am always looking for better ways
of doing things
If I believe in an idea, no obstacle
will prevent me from making it
happen
I can spot a good opportunity long
before others can
Self-efficacy
(SE)
I feel confident in representing my
work area in meetings with
management
Luthans, F.,
Youssef, C. M.,
and Avolio, B. J.,
(2007)
I feel confident helping to set
targets/goals in my work area
I feel confident when searching for
a solution to a long-term problem
Affective
commitment
(AC)
I feel a strong sense of belonging at
this company Kim, MR., Choi,
L., Borchgrevink,
C. P., (2018).
I feel emotionally attached to this
company
I feel like part of the family at this

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company
I enjoy discussing this company
with people outside it
Individual
job
performance
(IP)
This employee has capable of
meeting job objectives.
Kraimer, M. L.,
Wayne, S. J.,
Jaworski, R. A. A.,
(2001).
The employee is confident in his/her
technical competence.
This employee is can interact with
coworkers well.
Overall job performance, this
employee is good.
Table above reflects the operationalization of each factor. In which,
proactive personality has 10 items and they are taken from the research study
of Spina, P. F., (2013, pp.66), self-efficacy has 3 items which are taken from
the study of Luthans, F., Youssef, C. M., and Avolio, B. J., (2007), affective
commitment has 4 items which are soured from the study of Kim, MR., Choi,
L., Borchgrevink, C. P., (2018), and individual job performance is measured
through 4 items represented for contextual performance, conscientiousness
performance, and task performance from the study of Kraimer, M. L., Wayne,
S. J., Jaworski, R. A. A., (2001). To evaluate the items listed in
operationalization table, the researcher proposes to utilize Likert’s scale of 7
points with 1 as ‘Strongly Disagree’, 2 as ‘Disagree’, 3 as ‘Slightly disagree’,
4 as ‘Agree’, 5 as ‘Slightly Agree’ and 6 as ‘Agree’ and the 7 as ‘Strongly
agree’. Behind of that, the researcher also collects demographic information
of the respondents, including gender, age, education profile, occupation type,
and job position level.

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Content validity is qualitative validity method which is employed to
verify the contents of the questionnaires cover all possible aspects of social
phenomenon (Anastasi, A., and Urbina, S., 1997). To do that, the researcher
conducts a pilot survey with 400 volunteers in Taipei and New Taipei City
(Taiwan). The researcher will provide the questionnaires to the volunteers so
that they will provide their evaluation towards the content of the questionnaire
whether it covers all possible aspects of proactive personality, self-efficacy,
individual job performance, and affective commitment.
Structure validity is conducted with the application of exploratory
factor analysis (EFA). This analysis is quantitative method which is used to
verify the research model structure and to reduce the number of observed
variables in the dataset (Watkins, M. W., 2018). To use EFA, there are two
requirements that must be fulfilled, namely Kaiser-Meyer-Olkin (KMO) and
Bartlett’s test in which KMO value must be from 0.5 and the test must be
statistically significant at 95% (Chan, L. L., and Idris, N., 2017). The output
of EFA consists of how many new components which can be extracted from
the dataset and selected components will have initial eigenvalue more than 1.0
and % variance explained value more than 50% (Rohit, V., Rai, S., and Bhat,
S. M., 2017). Through EFA, it gives the evidence of the construction between
factors and belonged items and it suggests any modification in the research
model.
To verify the reliability of the data, the researcher proposes using
reliability test analysis in which Cronbach’s alpha will be calculated.
According to Wong, K. L., Ong, S. F., and Kuek, T. Y (2012), reliability test
is useful quantitative assessment towards the scale of examined factor. It
generates Cronbach’s alpha which is known as an indicator to measure
internal consistency (Inal, H., Kogar, E. Y., Demirduzen, E., and Gelbal, S.,

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2017). Expected value of Cronbach’s alpha is from 0.6 (Jain, S., and Angural,
V., 2017). In addition, each item of examined factor must be correlated with
each other and their correlation level is measured through ‘Corrected item-
total correlation’ with minimum value is 0.3 (Wang, M., Batt, K., Kessler, C.,
Neff, A., Iyer, N. N., Cooper, D. L., and Kempton, C. L., 2017). Finally,
reliability is also measured through the remove of an item and it is expected
that when an item is removed, the value of Cronbach’s alpha must be reduced
(Metintas, S., Ak, G., Yilmaz, S., Bogar, F., and Metintas, M., 2017).
3.5. Data collection process
To collect the data, the researcher at first prepares a questionnaire
which includes two parts. The first part is developed to collect demographic
information while the second part is used to gather their evaluation towards
each item of examined factors. The data is collected over 400 participants
who are living and working in Taipei and New Taipei City (Taiwan). The
questionnaire is delivered by online method. It means that the researcher
utilizes G Suite by Google Cloud to develop online questionnaire. The output
of this action is a web-based link and it will be delivered to the volunteers to
collect their answers.
3.6. Data analysis method, statistics
There are some data analysis methods will be utilized in the research
study. They are frequency analysis, ANOVA analysis, and multiple
regression.
Frequency analysis is fundamental quantitative assessment which will
be employed over demographic dataset and the evaluation dataset of the
respondents. It outputs the demographic characteristics of the respondents as
well as how they agree, or neutralize or disagree with a statement. For the
evaluation dataset, the researcher calculates mean values and standard

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deviations to explore central tendency and the difference in the respondents’
evaluation (Salkind, N. J., 2016; Urdan, T. C., 2017).
EFA analysis is a quantitative method which is used to verify the
research model structure and to reduce the number of observed variable in the
dataset (Watkins, M. W., 2018). To use EFA, there are two requirements that
must be fulfilled, namely Kaiser-Meyer-Olkin (KMO) and Bartlett’s test in
which KMO value must be from 0.5 and the test must be statistically
significant at 95% (Chan, L. L., et al.,2017). The output of EFA consists of
how many new components which can be extracted from the dataset and
selected components will have initial eigenvalue more than 1.0 and %
variance explained value more than 50% (Rohit, V., et al., 2017). Through
EFA, it gives the evidence of the construction between factor and belonged
items and it suggests any modification in the research model.
ANOVA analysis consists of independent sample t-test and one-way
ANOVA. It is utilized to explore the difference in the evaluation of the group
of respondents who are characterized by different characteristics given to
specific demographic variable. According to Williams, M. D., Rana, N. P.,
Roderick, S., and Clement, M. (2016), independent sample t-test is utilized
when demographic variable has two aspects while one-way ANOVA is
adopted when demographic variable has more than two aspects. In both two
tests, if p-value is less than 0.05, it is concluded that there is difference in the
respondents’ evaluation based on demographic differences and vice versa
(Derrick, B., Toher, D., and White, P., 2016).
Multiple regression analysis is a statistical method used to predict the
value a dependent variable based on the values of two or more independent
variables. The value being predicted is termed dependent variable because its
outcome or value depends on the behavior of other variables. The independent

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variables’ value is usually ascertained from the population or sample. This
analysis makes some assumptions on the margin of error for the analysis,
which needs to be checked when using the model. The most common is that,
the errors are independent and normally distributed. It also assumes the errors
have constant variance and the mean of the errors is zero.

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APPENDIX: SURVEY OF QUESTIONNAIRE
本問卷不蒐集個資，請安心填答。
Dear Sir/Madam:
This letter requests your kind assistance in completing the attached Questionnaire, which is used
to collect data for my Master study.
I am currently working on my thesis, entitled “The Affective Commitment Moderated
Relationship Proactive Personality and Self-Efficacy on Individual Job Performance”. You efforts
to complete this survey is completely voluntary and will be highly appreciated. Please give the
most thoughtful and honest answer. It will take about 10 minutes to complete the Questionnaire.
All responses, once received are completely kept confidential and only reported in summarized
form. If you would like to receive the result of this survey, please indicate at the end of this
questionnaire. Thank you for your kind assistance.
Thesis Advisor: Chang-lung Hsieh, Ph D.
Graduate Student: Your name
Department of Business Administration
Ming Chuan University, Taipei, Taiwan
*************************************************************
Please mark your answer for following questions according to your current situation.
各位先進您好：
非常感謝您撥空填答此問卷。此問卷在探討『主管領導、員工心裡資本與工
作績效關係』，本研問卷無須填寫個人資料，蒐集的資料依學術倫理嚴格保密，
研究結果將以整體化的形式呈現，絕不會呈現個別填答資料。請您能依據實際情
況填答，並請不要遺漏任何一個問題，以確保結果的完整性。如有任何疑問，請
與我們聯絡，再度感謝您寶貴的意見，並向您致上最高的謝意！
敬祝
諸事大吉、好運年年
銘傳大學企業管理學系暨研究所
指導教授：謝昌隆
研究生：O O O
聯絡信箱：imbamcu11@gmail.com

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Self-efficacy
The PCQ in its entirety can be found in Luthans, Youssef, and Avolio (2007); Psychological capital
12 題，取 3 題
員工的自信心：請針對你與主管及同仁共事情形, 描述你的感受
一、請針對「您與直屬主管共事的情形」
，表達您的同意程度：
極
不
同
意
不
同
意
不
太
同
意
無
意
見
有
些
同
意
同
意
非
常
同
意
1. 我與上級談話的時候能有自信 (Self-efficacy ) □ □ □ □ □ □ □
2. 我與上級談話的時候不會慌亂 □ □ □ □ □ □ □
3. 我在解決問題的時候具有自信 □ □ □ □ □ □ □
Part 1. Please answer your choice of working with your
supervisor (Self-efficacy )
Totally
disagree
Disagree
Somewhat
disagree
Neutral
Somewhat
agree
Agree
Totally
agree
4. I feel confident in representing my work area in
meetings with management
□ □ □ □ □ □ □
5. I feel confident helping to set targets/goals in my
work area
□ □ □ □ □ □ □
6. Feels confident when searching for a solution to a
long-term problem
□ □ □ □ □ □ □
Proactive Personality
Seibert, S. E., Crant, J. M., & Kraimer, M. L. 1999. Proactive personality and career success. Journal
of Applied Psychology, 84: 416-427.

Assignment, Essay
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51
二、請針對「您對自己的看法」，表達您
的同意程度：
極
不
同
意
不
同
意
不
太
同
意
無
意
見
有
些
同
意
同
意
非
常
同
意
1. 我會持續尋找新的方法來改善生活。 Proactive
Personality PP1-10
□ □ □ □ □ □ □
2. 無論我在哪裡，我都是推動改變的主導者。 □ □ □ □ □ □ □
3. 看見自己的想法付諸實現，會使我覺得很滿意。 □ □ □ □ □ □ □
4. 如果我發現有某件不喜歡的事情，我會試著去修
正。
□ □ □ □ □ □ □
5. 不論成功的機會為何，只要我相信自己可以，我
就會去做。
□ □ □ □ □ □ □
6. 即使和他人的意見相左，我也會捍衛自己的想法
。
□ □ □ □ □ □ □
7. 我會主動地辨認掌握機會。 □ □ □ □ □ □ □
8. 我總是尋求更好的方法去處理事情。 □ □ □ □ □ □ □
9. 只要我相信，沒有任何的困難可以阻礙我去實踐
。
□ □ □ □ □ □ □
10. 我能比其他人早一步發現機會。 □ □ □ □ □ □ □
Part 3 About you working styles
Totally
disagree
Disagree
Somewhat
disagree
Neutral
Somewhat
agree
Agree
Totally
agree
1. I am constantly on the lookout for new ways to
improve my life. PP
□ □ □ □ □ □ □
2. Wherever I have been, I have been a powerful force
for constructive change.
□ □ □ □ □ □ □
3. Nothing is more exciting than seeing my ideas turn
into reality.
□ □ □ □ □ □ □
4. If I see something I don't like, I fix it. □ □ □ □ □ □ □

Assignment, Essay
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5. No matter what the odds, if I believe in something I
will make it happen.
□ □ □ □ □ □ □
others' opposition.
□ □ □ □ □ □ □
7. I excel at identifying opportunities. □ □ □ □ □ □ □
8. I am always looking for better ways to do things □ □ □ □ □ □ □
9. If I believe in an idea, no obstacle will prevent me
from making it happen.
□ □ □ □ □ □ □
10. I can spot a good opportunity long before others can. □ □ □ □ □ □ □
Affective Commitment
Affective Commitment 4 on an Organization (ACO) Follow Kim 2018, International Journal of
Contemporary Hospitality Management and use four items to measure affective commitement
Effects of Gen Y hotel employee's voice and team-member exchange on satisfaction
and affective commitment between the US and China 作者: Kim, MiRan; Choi,
Laee; Borchgrevink, Carl P.; 等. INTERNATIONAL JOURNAL OF CONTEMPORARY
HOSPITALITY MANAGEMENT (3.9) 卷冊: 30 期: 5 頁數: 2230-2248 出版: 2018
四、請針對「您對公司(組織)的感受」，
表達您的同意程度： AC
極
不
同
意
不
同
意
不
太
同
意
無
意
見
有
些
同
意
同
意
非
常
同
意
1. 我所服務公司使我覺得有歸屬感 □ □ □ □ □ □ □
2. 我對我所服務公司很有感情 □ □ □ □ □ □ □
3. 我覺得我所服務公司使像是一個大家庭 □ □ □ □ □ □ □
4. 與公司以外的人提起我所服務公司的時候會使我
覺得有面子
□ □ □ □ □ □ □
Part 4. How do you feel about your company
Totally
disagree
Disagree
Somewhat
disagree
Neutral
Somewhat
agree
Agree
Totally
agree
5. I feel a strong sense of belonging at this company □ □ □ □ □ □ □

Assignment, Essay
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53
6. I feel emotionally attached to this company □ □ □ □ □ □ □
7. I feel like part of the family at this company □ □ □ □ □ □ □
8. I enjoy discussing this company with people outside
it
□ □ □ □ □ □ □
Individual Job Performance
Kraimer ML, Wayne SJ, Jaworski RA. Sources of support and expatriate performance: the
mediating role of expatriate adjustment. Personnel Psychology 2001; 54: 71-99.
在工作上
This four questions are measured by supervisor.
五、請針對「這位員工(同事)工作上的表現
」，勾選下列問題：
極
不
同
意
不
同
意
不
太
同
意
無
意
見
有
些
同
意
同
意
非
常
同
意
1. 該員工達成工作目標 □ □ □ □ □ □ □
2. 該員工能掌握工作技能 □ □ □ □ □ □ □
3. 該員工與同儕互動良好 □ □ □ □ □ □ □
4. 該員工在工作上表現優良 □ □ □ □ □ □ □
Part 5. How do you feel about your job performance
Totally
disagree
Disagree
Somewhat
disagree
Neutral
Somewhat
agree
Agree
Totally
agree
1. This employee has capable of meeting job objectives. □ □ □ □ □ □ □
2. The employee is confident in his/her technical
competence.
□ □ □ □ □ □ □
3. This employee is can interact with coworkers well. □ □ □ □ □ □ □
4. Overall job performance, this employee is good. □ □ □ □ □ □ □

Assignment, Essay
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54
八、基本資料：
1. 請問您參與這個團隊已經有_____年_____個月？
2. 您從事目前所經營的業務已經有多久的經驗？_____年_____個月
3. 你與你的直屬主管一起工作多久了? _____年_____個月
4. 請問您的性別？ □(1)男；□(2)女。
5. 請問您的年齡？ _____歲。
6. 請問您的學歷？ □(1)高中以下；□(2)高中；□(3)大學(大專)；□(4)碩士；□(5)博士。
Basic Information
1. Have you been involved in this team for _____ years _____ months?
2. How long have you been engaged in the business you currently operate? _____ years _____
months?
3. How long have you work with your supervisor? _____ years _____ months?
4. What is your gender? □ (1) male; □ (2) female.
5. What is your age? _____year old.
6. What is your education level? □ (1) below high school; □ (2) high school; □ (3) university
(college); □ (4) master; □ (5) doctor.

THE AFFECTIVE COMMITMENT MODERATED RELATIONSHIP PROACTIVE PERSONALITY AND SELF-EFFICACY ON INDIVIDUAL JOB PERFORMANCE

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THE AFFECTIVE COMMITMENT MODERATED RELATIONSHIP PROACTIVE PERSONALITY AND SELF-EFFICACY ON INDIVIDUAL JOB PERFORMANCE